PMP_781-840

A project manager and project team developing a new product are discussing which work methods and tools to use to build the deliverable. What should the result of this discussion be?. A. A detailed mitigation plan on the risks for each work method and the tools used. B. A technology roadmap for creating similar deliverables in the future with the same tools. C. An agreed-upon work method and tools that should fit the business need and project constraints. D. A consensus that everything will run as anticipated once the tools and work methods are identified.

A project manager is instructed by the project sponsor to draft the project charter. The project sponsor asks the project manager to involve a particular stakeholder in order to provide necessary resources. However, the stakeholder is refusing to get involved because the stakeholder thinks that there is no benefit in using the project deliverable. What should the project manager do to resolve this?. A. Consider the stakeholder as a risk and evaluate possible solutions with the project team. B. Escalate to the project sponsor due to the political nature of the issue. C. Improve communication with the stakeholder to obtain their assistance in the future. D. Meet with the stakeholder to discuss the impact of the deliverable.

While working on a proposal for a national-level solution, a new project manager finds that the proposal is asking for compliance from various organizations and policies. The project manager understands that while several compliances are in place, some of the specific regulatory needs for this project are not in place. Senior management advised the project manager to overlook these compliance problems, because they will be ready when that stage of the project is reached, and to continue building the proposal. What should the project manager do first?. A. Verify the regulatory requirements and establish a strategy for compliance. B. Document the interactions with senior management in the risk register. C. Advise senior management that itis ethically unprofessional to continue. D. Build the proposal with an alternative set of regulatory requirements.

A company's project management office (PMO) is incorporating more adaptive technologies and has hired a new project manager with hybrid project management experience. The team is slow in adopting the new methodology and has not been updating project artifacts in a timely manner. Which action should the project manager take to improve the team's performance?. A. Send an email asking all project team members to complete updates at the end of the day. B. Speak individually with each project team member about making the needed updates. C. Set up a training session for all project team members. D. Reach out to the functional managers for support.

A project manager is working on a large project with a very difficult client. During the course of the project, the project manager realizes that if the project team had a little more time and funding to make some minor changes, the client could realize the benefits of 25% of the project outcomes early. How should the project manager approach this?. A. Concentrate on the current project milestones. B. Make all the changes and then show the client the results. C. Develop a business case and submit it to the client. D. Update the project management plan for this new work.

A project manager identified a risk on a deliverable completed by a contractor and added it to the risk register. During the last inspection meeting for the deliverable, the project manager notices that the suggested mitigation did not produce the expected results. How should the project manager proceed?. A. Review the procurement performance to identify the root cause. B. Reevaluate the probability of the risk occurrence and mitigation strategy. C. Issue a change request to apply the risk response plan for this risk. D. Audit the procurement process to identify why the mitigation did not work.

A project manager is assigned to a project. The project schedule and costs are tight, and the project manager determined that there is a lack of resources to deliver this project. What should the project manager do?. A. Identify the resource requirements and communicate them to the stakeholders seeking resources. B. Update the risk register noting that, due to the lack of available resources, the project is likely to be delayed. C. Define the work breakdown structure (WBS) , identify the resource gaps, and reduce project management activities. D. Formalize a scope change request with the stakeholders to adjust the project scope with the available resources.

A team member is frustrated, thinking that their performance is below average since they have not completed as many items as other team members. The team member has become negative and disengaged, bringing team collaboration and productivity down What should the project manager do to increase the team's performance?. A. Meet with the team members and highlight individual contributions to encourage competition among the team. B. Reiterate to the team that everyone is an important part of the team and performance is a team measurement, not an individual measurement. C. Create a visual board to include the individual team members’ performance levels so the team members can see all the contributions. D. Speak to the team lead to identify ways to keep the team performing independently and individually address the team member's concerns.

A labor union contract negotiation is delaying the completion of a project to build a new manufacturing plant. Because the labor contract was due for renewal this year, the project manager documented the negotiation process as a risk to the project. The project was about to start the first phase of equipment installation at the plant when the negotiation began. How should the project manager address the situation?. A. Acquire contract resources and submit a change request for the cost impact. B. Escalate the issue to the steering committee to ask for mitigation support. C. Log the issue and follow the planned actions in the risk response plan. D. Meet with the project team to determine options for risk mitigation.

The project manager of a large construction project discovers that the blueprints received from the client appear incomplete. What should the project manager do first?. A. Continue project execution using the current blueprints from the client. B. Escalate this issue to the project sponsor. C. Consult with the client to determine if project execution should be continued. D. Reschedule the project execution date.

A project manager realizes that the team members are new to the hybrid approach and do not value standup meetings. Team members often arrive late, digress into solutioning, or skip the meetings altogether. How should the project manager improve this situation with the project team?. A. Ask the product owner to remove team members who do not comply with standup meeting rules. B. Include a daily brainstorming session in the standup meetings to resolve pending issues. C. Engage the project team in implementing and improving key aspects of the standup meetings. D. Send a daily retrospective report to all team members instead of holding standup meetings.

An agile team has started a new project. When should the project manager organize their first team retrospective?. A. When more than a few weeks have passed. B. When the team reaches a major milestone. C. When the team completes a release of a monumental increment. D. When the work is progressing well through the team.

During the project quality control process, the project manager realizes that the quality management plan does not include how the final user will perceive the benefits of the new product compared with the actual product. What should the project manager do first?. A. Ask the product manager to include the final user tests in the quality management plan. B. Ask the quality manager to include the final user tests in the quality management plan. C. Let the product go to market and wait for customer feedback regarding quality. D. Submit a change request to analyze a new set of quality tests.

To prevent influential stakeholders from dominating product delivery decisions, the product owner decided to use planning poker. What is a key advantage of using this technique?. A. Assists the team in planning the activities within the iteration. B. Allows for more accurate estimates. C. Incorporates a technique similar to brainstorming. D. Ensures active project team participation.

A project is in the later stages of execution. The project engineer insists in every meeting that they were never consulted or informed of the project deliverables. However, the project manager communicated adequately and has the project engineer's approvals on record. What should the project manager do?. A. Write a formal letter to human resources (HR) detailing the project engineer's unprofessional behavior. B. Approach the project engineer's supervisor about possibly replacing the project engineer. C. Introduce the item in the next meeting, reminding all stakeholders of the project objectives. D. Engage the project engineer in a discussion to understand the concern and agree on a way forward.

As a project is ending, a business stakeholder requests information from the project manager regarding overall project performance to determine the success of the initiative. What should the project manager do to provide relevant information to the stakeholder?. A. Update the project status report to include current performance information. B. Document the key performance indicators (KPIs) in the final project report. C. Document the project performance and influencing factors in the lessons learned register. D. Inform the stakeholder that performance will be evaluated three months after project closure.

A new government regulation has mandated that all team members will need to work remotely for the duration of the next iteration. This means backlog priority changes will need to be completed What should the project manager do?. A. Communicate the new regulation to the project sponsor during the next retrospective. B. Inform the product owner of the required change as soon as possible. C. Reprioritize the backlog and share it with the team as soon as possible. D. Ask the team facilitator to reprioritize the backlog based on the new regulation.

A project manager working on a large-scale network implementation is frustrated with the hardware supplier. Their deliveries have been consistently late and frequently do not have vital components. The project manager's company has decided to cancel the contract and move to a new supplier, but the only other option is an overseas company. What should the project manager do first to proceed with this change?. A. Request assistance from the procurement department on the next steps. B. Engage the services of an interpreter who understands the project domain. C. Check social media to determine if there are any common connections that use the new supplier. D. Become aware of any cultural characteristics of the new supplier that could impact negotiation.

A project manager is attending a progress meeting with a client. The client requests a design change which might potentially add value to the project. What action should the project manager take?. A. Consult with team members and allow them to make a decision. B. Accommodate the change request to serve the client's needs. C. Convince the client not to make changes to the project. D. Make transactional decisions focusing on the project goals.

In a project progress review meeting, the end user raises concern about the quality of the construction of the project. What should the project manager do next?. A. Request a special technical meeting. B. Refer to the requirements document. C. Review the risk management plan. D. Review all implementation checklists.

A project manager is replacing the knowledge-sharing platform of a project with a new web-based solution, ensuring that the system is aligned with a significant change in the organization's structure. The project charter was approved and the team is working on the detailed planning. The project management office (PMO) has provided detailed templates for all new projects to follow. Which strategy should the project manager adopt for the project?. A. Align the project schedule with the PMO's change control process in collaboration with the PMO manager. B. Develop a training and communications schedule with sufficient lead time in collaboration with the change agents. C. Develop a communications management plan aligned with the new organizational structure in collaboration with the project sponsor. D. Align the project schedule with the IT change control processes and tools in collaboration with the release manager.

A project manager was just assigned to a project as the leader of an experienced agile team. How should the project manager influence the team to accomplish the project objectives?. A. Assert judgment over the team. B. Increase the amount of subject matter experts (SMEs) to get better results. C. Use a plan-driven approach in order to demonstrate control over the project. D. Express trust in the team’s ability to fulfill the necessary deliverables.

A team member has encountered a technical issue, similar to the one faced in a successfully closed project. However, the team member did not know about the previous project and would like to resolve the issue on their own. What should the project manager do?. A. Reach out to the project manager of the previous project for assistance. B. Allow the team member to work through the issue as a training opportunity. C. Improve the risk management strategy and risk monitoring. D. Share the lessons learned from the previous project with the team member.

A project manager has recently been assigned to an agile project and discovers that a contractor for the project does not have any experience with agile. What should the project manager do?. A. Ask the project sponsor to replace the contractor since they do not have agile experience. B. Issue a formal notice to the contractor to obtain an agile certification. C. Instruct the contractor to receive agile training since the project has already started. D. Consult the project team to understand the extent of the training needs for the contractor.

During the development of a new project’s definition, the project manager identifies that a similar project has recently been completed. What should the project manager do first?. A. Arrange a knowledge-sharing session. B. Use the project management plan from the previous project. C. Review the lessons learned from the previous project. D. Review the issue log from the previous project.

A project manager writes to the receiving organization to inform them that all acceptance activities are completed with success and it’s time to initiate handover. The receiving manager replies that the team will not be ready for the handover procedure for another two weeks. What should the project manager do?. A. Issue an internal change request to secure the resources for an additional two weeks. B. Request that the receiving manager issue a change request to prolong the project by two weeks. C. Inform the project sponsor of the two-week delay and replan activities to minimize delays. D. Deliver to the receiving manager on time, who can then make a knowledge transfer to their team.

A project manager is working on a hybrid project that has been in progress for the last nine months. Some project stakeholders are becoming frustrated because they do not see the value added by the project. What should the project manager do to demonstrate the project value?. A. Invite the stakeholders to the next sprint review meeting and review the completed work. B. Produce an extensive report highlighting the project's accomplishments. C. Ensure that stakeholders are aware of the current process challenges on the project retrospective. D. Add resources to the project so all of the iterations will be completed earlier.

A project sponsor receives project information and updates in a timely manner, but the sponsor is concerned because key information is missing in the reports. What should the project manager do?. A. Confirm that the project information is understood and feedback is received. B. Determine communication methods, frequency, and level of detail. C. Review the communication needs of key stakeholders. D. Provide all project information to the stakeholder.

A project manager is assigned to a parachute development project. Two of the key project resources have a disagreement regarding a requirement. What should the project manager do?. A. Refer to the ground rules that were set at the beginning of the project to help resolve the conflict. B. Reassign both of the resources to a different project to avoid conflict. C. Consider recommendations from a resource who has more experience with this situation. D. Define an action plan based on the project manager’s experience.

During the execution phase, the project manager discovered that the deliverables are not meeting the quality specifications requested by the main stakeholder. This has caused the schedule performance index (SPI) to deteriorate from 0.98 to 0.72 and the cost performance index (CPI) from 1.5 to 1.1. What action should the project manager take to mitigate the issue of the deliverables being rejected during the next iteration?. A. Submit a change request to prioritize resolutions for the quality issue to minimize the impact on the rest of the deliverables. B. Reinforce the definition of done (DoD) during sprint planning so that the team has a common understanding of expectations. C. Create a dedicated sprint to complete all of the pending specifications from previous sprints. D. Assure that the product backlog is properly prioritized to avoid dependencies that cause rejection.

A project manager is managing a hybrid project. There is software in place to access the repository of project artifacts. However, a few stakeholders are reporting that they are unable to find the latest project schedule. What should the project manager do?. A. Advise the project management office (PMO) that there is a resource gap for sharing project artifacts effectively. B. Make sure all stakeholders have access to the system and know where to find project artifacts. C. Escalate the issue to the steering committee and ask them to deal with the stakeholders’ lack of training. D. Send the project schedule via email to the stakeholders who need that information.

A project team member identified a defect in the initial solution design for a project. The stakeholders are not sure whether to deploy the system or not. What should the project manager do?. A. Propose a solution redesign for the project. B. Revise the project’s quality control measurements. C. Perform risk analysis against the issue. D. Develop a mitigation based on the solution design.

A project manager has experience working with a specific provider that has been requested for an upcoming project. This provider often fails to meet deliverable dates; however it is the only company with the specific experience required for the project. What should the project manager do during the planning phase?. A. Encourage the provider to work overtime with no additional costs to the project. B. Hire resources to obtain knowledge about the provider's specific capabilities. C. Add penalty clauses to the contract and update the risk register. D. Contract another provider with less experience and give them a chance to provide the deliverables.

In a standup meeting, a team member has been providing the same update for five consecutive days. The task, which is on the critical path, is now at risk for delaying the schedule. What should the project manager do?. A. Keep the project sponsor informed about the delay. B. Reassign the task to another member of the team. C. Support the team member by providing one more resource to complete the task immediately. D. Ask the team member if there is an impediment, and help to remove the blockers.

Two team members have had professional differences during the execution of a project, a situation that has impacted the performance of both members. Neither of them has wanted to talk to resolve their differences, even though the project manager has insisted on it. What technique should the project manager utilize next?. A. Compromising. B. Negotiating. C. Smoothing. D. Forcing.

A business analyst on the project meets the customer in the elevator and says that due to constant changes in requirements, the development of the product will take more time than expected. What should the project manager do?. A. Submit a change request to the change control board (CCB) in order to reflect the new requirements and longer timeline of the project. B. Point out to the project team and the customer that all information concerning the timeline of the project should be communicated by the project manager. C. Refer to the resource management plan to find out if more business analysts may be assigned to process the requirements changes. D. Explain that distribution of important news can only be done using traceable communication methods.

A project team has run into an issue with a vendor who is known for a lack of quality. The project manager must ensure that the quality problem is addressed appropriately. What should the project manager do to start the issue resolution process?. A. Meet with the vendor and request corrective actions. B. Engage the test team to improve the quality. C. Review the risk register and follow the response strategy. D. Update the risk register and document any corrective actions.

The customer is reviewing the new reporting system and informs the project manager that one of the components in the printing module is not complete. The project manager reviews the work breakdown structure (WBS) and confirms that the component is included. What does the project manager need to do first?. A. Ask the project team to conduct a quality audit of the printing module components. B. Meet with the project team to understand the issue and define actions. C. Escalate this issue to the project sponsor immediately. D. Raise a change request to immediately implement the printing module component.

After a performance review, a team member approaches the project manager and asks for feedback. The project manager mentions anecdotal inform about this team member being a positive team player and generally getting their work done on time, even though they have been late with work once or twice. The team member expresses frustration at not having better information included in the annual performance review. What should the project manager do to prevent this frustration going forward?. A. Request the human resource (HR) department to provide the key performance indicators (KPIs) that were defined for this project. B. Review the key performance indicators (KPIs) for this team member and remind the team member how they are determined. C. Set team performance goals and explain how the team receives the same performance scores. D. Provide the team member with velocity tracking tools and explain how the team member can see and track performance.

A project manager is managing a project aimed at providing incremental deliveries to the market every three months. The team has been assigned, and the product backlog was created and prioritized by the product owner. After four iterations, the product owner escalates complaints to the CEO because the product does not meet the product owner's expectations. What should the project manager have done to prevent this situation from happening?. A. Reviewed the organizational process assets (OPAs) and lessons learned from similar projects. B. Performed risk management analysis during daily scrums. C. Performed backlog grooming to ensure that acceptance criteria were being met. D. Implemented sprint reviews with the product owner and retrospectives with the team to minimize gaps.

In a project that will deliver a new product using new technology, the project team frequently discusses difficulties that may arise and possible strategies to address them. One team member sets up a meeting with the project manager to discuss their list of challenges and presents an extensive list of items that require continuous attention. How should the project manager use this event to maximize the benefits to the stakeholders?. A. Validate the list of challenges and act on the valid items according to the priority indicated. B. Document the findings and update and redistribute the communications management plan. C. Invite the team member to participate in the risk register and review the evaluation frequently. D. Present the list of challenges to the steering committee to gain buy-in before starting the activities.

A project manager is leading a project that is in the execution phase. During a team meeting, the project manager realizes that there are two team members who lack the technical skills required for some of the upcoming tasks. What should the servant leader project manager do next?. A. Recommend to the team members to upskill themselves on the requirements for the project. B. Discuss with the human resource (HR) manager about the possibility of changing team members. C. Explore a training program that is within the project budget for the team members. D. Inform the sponsor about a possible delay due to the lack of skills in the team.

A team has been working for two months and has consistently missed planned user stories. How should the project manager address this issue?. A. Ensure the sprint size is appropriate for the iteration duration. B. Engage is recruiting a highly skilled resource to reinforce the skills. C. Promote changing the iteration duration in order to commit as planned. D. Consider using a reward system to encourage timely delivery.

An agile project is running its fifth iteration out of 10. After the last retrospective, the team members realize that they had to work extra hours to deliver the committed work. What should the project manager do?. A. Ask the team to have a lower commitment for the next iteration. B. Implement a checkpoint in the iteration to verify if the team is on track. C. Ask for additional team members to maintain the velocity. D. Conduct a focused retrospective to help the team to discover the root cause.

A project manager is assigned to lead an enterprise transformation to address change and value delivery at the organizational level. The project manager is working with the team to deliver incremental changes. What should the project manager do to ensure the success of this endeavor at both the team and organizational levels?. A. Get buy-in from senior management to enforce adoption of the organizational enterprise transformation. B. Analyze the impact of changes and risk associated with deliveries on a continuous basis. C. Involve governance on establishing trust and transparency to aid the transformation journey. D. Coordinate with the functional managers and get their buy-in as early as possible to avoid resistance.

Having managed a similar project while working with previous stakeholders, a project team decided to use the same report format they used in the earlier project. However, stakeholders new to the project are not fully comprehending the status of the project based on the reports that are being circulated. How should the project manager address this concern moving forward?. A. Add the issue to the issue log and determine the corrective action. B. Create a fishbone diagram to determine the root cause for the misunderstanding. C. Employ Monitor Communications techniques, which may eventually trigger changes to the communications management plan. D. Share the communications management plan and remind all stakeholders of the agreed-upon reporting templates.

A project is behind schedule and over budget, resulting in a problem for the next deliverable. The project manager informs the stakeholders, who are very concerned about the project. What should the project manager do to alleviate the stakeholders’ concerns?. A. Schedule a kick-off session to explain the problems of the project and gain approval and support. B. Demonstrate the performance indexes and recommend corrective actions to the stakeholders. C. Send communications for clarification so there is a full understanding about the situation. D. Speak with the sponsor and explain the situation so that the sponsor can explain it to the stakeholders.

A project manager for an agile project wants to have a highly engaged team. How should the project manager achieve this objective?. A. Encourage continuous rotation of roles among team members to keep people motivated throughout project delivery. B. Be clear with directions and assignments so people stay focused and engaged with their work. C. Design a reward system to get people motivated by recognizing significant individual contributions from the last sprint. D. Promote an environment where everybody knows what their contribution means to the project as a whole.

A project manager works in a startup company and is in charge of a key project that has critical and time-sensitive delivery objectives. One of the project team members missed completing an assigned deliverable on time, despite repeated assurances from the team member that it would be completed on time. What should the project manager do next?. A. Meet with the team member and work on a development plan for them to avoid missed deliverables in the future. B. Hold a team meeting to discuss team member commitments and communications. C. Record the issue, then refocus the team’s efforts on delivering the next set of deliverables. D. Give the team member a formal warning for the negative impact due to failure to deliver and not meet deadlines.

In an ongoing project, the customer, who has been the main contact for the project, informs the project manager that they will be introducing a new contact person due to their busy schedule. Moving forward, the new contact will also be making key decisions. What should the project manager do next?. A. Update the stakeholder register with the new contact’s details. B. Inform the project team of the new point of contact. C. Update the communications management plan. D. Request a meeting with the customer and the new contact.

Most of the work packages for a project are subcontracted. In the middle of execution, the project manager is informed that a new contract manager will take the position in one-week. What should the project manager do next?. A. Analyze and document the interests of the new contract manager and select a strategy to manage the relationship. B. Update the communications management plan with the new contract manager's information. C. Reschedule the next progress meeting to introduce the new contract manager to the project team. D. Consult the project management plan and prepare a full set of documents for the new contract manager.

During the early phases of a project, mitigation actions were not executed in a timely manner; therefore, the project schedule was impacted. Several project stakeholders are now frustrated with the delays. What should the project manager have done to manage the issue?. A. Identified and reported the issue. B. Monitored and controlled the issue. C. Identified the appropriate response and had it implemented. D. Communicated any identified action to impacted stakeholders.

A member of the board of directors has asked the project manager for the estimated cost of the minimum viable product (MVP). The estimated cost is needed in order to get formal approval for this project. How should the project manager report this cost?. A. Calculate the budget at completion (BAC) based on the completed and planned features. B. Determine the control accounts and use a top-bottom estimate. C. Estimate user story points and forecast a budget for that deliverable. D. Consider the cost performance index (CPI) based on earned value (EV) divided by costs.

Since the beginning of a project, the product owner keeps asking during ceremonies about the budget spent for each product iteration. The product owner seems much more interested in the cost rather than the product itself. What should the project manager have done earlier to change the product owner's behavior?. A. Worked on different approaches of estimating to give confidence of the cost spent in each product increment. B. Worked on a fixed-price contract to switch the product owner’s attention to value instead of money. C. Worked on a communications management plan with reports of budget spent in each iteration versus planned to avoid these discussions during ceremonies. D. Worked with the product owner to clarify their role in an agile project and the scope of the agile ceremonies.

A project manager is working with an agile team to enhance a product. Due to a tight deadline, the team is trying to crash the schedule by engaging multiple resources to work on the project simultaneously. However, the technical environment is configured to allow only one resource to work on a feature at a time. The team plans to upgrade the technical environment but is unable to agree on a way forward. What should the project manager do first?. A. Add this conflict to the agenda for discussion at the next daily standup meeting. B. Conduct a consensus-building session to decide how to approach the next set of work. C. Conduct a planning session to decide how to approach the next set of work. D. Escalate the issue to the product owner for resolution.

A company is launching a new product and decides to transition from a predictive to an agile approach. During the third sprint, the project manager notices that the team is not working as a cohesive unit. Which two rules are appropriate for the project manager to instill in the team? (Choose two.). A. Work together daily as a team. B. Strive toward continuous improvement. C. Send communications to the entire team. D. Follow the sprint planning. E. Only share suggestions at the end of the sprint.

A project's planning phase has just been completed and was defined by team members in remote sessions. The day after the kick-off meeting, which was held at the client facilities, team member A asked the project manager to be moved to another project because they were uncomfortable around team member B. What should the project manager do to deal with this situation? (Choose two.). A. Speak with both members to try to resolve the situation. B. Transfer team member A to another project. C. Clarify the inclusive practices for project team members. D. Escalate the situation to the project sponsor. E. Transfer team member B to another project.

One of the modules delivered by the project failed during user acceptance testing (UAT). The project manager realizes that the component that failed the functional tests was created by another team and a different functionality was approved by the business manager. What should the project manager do?. A. Review the integrated change control process with all the stakeholders. B. Escalate the misalignment to the project management office (PMO) and the functional manager's director. C. Ask the project management office (PMO) to recover the cost of fixing it from the other team's budget. D. Request dedicated business resources to support functional testing.

A project manager must manage a virtual application control software team that is culturally and geographically diverse. The project manager wants to promote open collaboration in a real-time manner. What should the project manager do?. A. Provide a software for instant messaging. B. Promote the use of remote site syndication. C. Facilitate regular conference calls. D. Document all information on the team wiki.

A new project team has formed, and the project manager notices that some of the team members do not feel comfortable being part of the project team. As a result, members of the team are working individually and not as a team. What should the project manager do to resolve this?. A. Facilitate a team building meeting to help this issue. B. Allow the team members to remain in their former individual roles. C. Directly guide the team members on how to perform their tasks. D. Wait until some iterations are completed to intervene.